Conflict Management PIBM

8/8/2019 Conflict Management PIBM

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Conflict Management



FLOW OF PRESENTATION

Introduction to conflict

Reasons for conflict

Types of conflict

Organizational conflict managementConflict management styles

Changing views of conflict

Conclusion



CONFLICT

Conflict is a natural disagreementbetween two or more people.

It is a process in which one party ( or

person ) perceives that its interestsare being opposed or negativelyaffected by the other party.

It exists when one or more partiesbelieve that the behavior of the otherprevents them from achieving theirgoals.



REASONS FORCONFLICT



Reasons for conflict

Law of individual differences.Limited resources.Difference in perception.Different values.Varied beliefs.Cultural differences.Job designIncompatible needs.



Types of Conflict



Intrapersonal conflicts

Approach - Approach Conflict - Here, the individualmust decide between two positive choices, such ashiring one of two well-qualified candidates to fill avacant position.

Avoidance - Avoidance Conflict – Here, the choice isbetween two negative alternatives, such as whetherto lay off workers or declare bankruptcy.

Approach - Avoidance Conflict - Each choice haspositive as well as negative characteristics. Forexample, a financial manager might have to decidebetween a high-risk, high-return investment and alow-risk, low-return investment.



Interpersonal conflict

Occurs when two or moreindividuals perceive that

their goals, attitudes,behaviour etc are in

opposition.



Intra group conflicts

Occurs between themembers of a same group

that results in the groupseffectiveness.



Inter-group conflict

Refers to the disputes,disagreements, opposition

between different teams,groups etc.



CONSTRUCTIVE CONFLICT

Results in positive benefits to individuals, thegroup, or the organization.

Opens up an issue in a confronting manner Develops clarification of an issue

Improves problem-solving quality Increases involvement Provides more spontaneity in communication Initiates growth

Strengthens a relationship when creativelyresolved

Helps increase productivity



DESTRUCTIVE CONFLICT

Works to the disadvantage of individuals, the group, or theorganization.

diverts energy from real task destroys morale polarizes individuals and groups deepens differences

obstructs cooperative action produces irresponsible behavior creates suspicion and distrust decreases productivity



WHY

ORGANIZATIONS USE CONFLICT

MANAGEMENT ?



Effective & efficient achievement of goals

To have a shared vision of what they

are striving to achieve the clearobjectives for department andindividual.

For recognizing and resolving conflictsto promote co-operation.



CONFLICT

MANAGEMENT STYLES



A s s e r

t i v

e n

e s s

Cooperativeness

CompetingCompeting CollaboratingCollaborating

CompromisingCompromising

AvoidingAvoiding AccommodatingAccommodating

High

Low High

Conflict Management Styles

Assertiveness : Confidently aggressive or self-assured

Cooperativeness : working or acting together willingly for a common purpose or benefit.




Competing style : WIN – LOSE approach. Highon assertiveness and low on cooperativeness.

Here, people try to achieve their own goalswithout the concern of others.

Results in de-motivation of subordinates. Thus reduces the commitment of employees to

higher productivity. Used when a decision has to be taken in

emergency, or a stern action is to be takenagainst an employee, or when you have to take aimportant decision and there are varied opinionsamong the group.




Accommodating Style : LOSE – WINapproach. Cooperative and unassertivebehavior.

Submission to the wishes of others.Encourages cooperation.

May be perceived as weak and submissivein nature and hence may be taken forgranted.

Used when relationships are crucial,maintaining harmony and avoidingdisruption are important in the situation.




Collaborating Style : WIN – WIN approach. Strong cooperative and assertive approach.Here, conflict is recognized openly and

evaluated by all concerned parties, reasonsare found out and solutions are derived sothat all the parties involved will be satisfied.

Used when there is a culture of openness,required time and energy can be affordable,there is support from the management.




Compromising Style : WIN SOME –LOSE SOME approach.

Intermediate level of assertiveness

and cooperativeness.Works only in the short run. A

workable solution is somehow found.

Used when the parties concernedcompromise with something fornothing, or when win – win is notpossible.




Avoiding Style : LOSE – LOSE approach.

Unassertive and uncooperative behavior.

A person here tries and remains neutral,

ignores disagreements and stays awayfrom conflict.

Used when the issue is not very important

or is temporary, the individual needs timeto deal with the conflict, the other party istoo strong or someone else can deal moreeffectively.





Changing Views of Conflict

Traditional Views

Avoidable.

Caused by

management errors. Disrupts organisation

& prevents optimalperformance.

Task is to eliminatesconflict.

Removal of conflict.

Current Views

Not avoidable.

Caused by various

reasons. Contributes & detracts

from organizationalperformance.

Task is to manage levelof conflict.

Moderate level of conflict.



CONCLUSION

Effective to resolve conflicts.

Speak with your mind & heart.

Listen well.

Express strong feelings appropriately.

Summarize and ask questions.

Give and take. Avoid all harmful statements

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Conflict Management PIBM

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